Leading for spread, adoption and large scale change
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This document discusses strategies for leading large scale change. It notes that the greatest danger is not micro-managing but "macro-leading". It also discusses that the 3% rule appears true for social media, where 3.3% of tweeters accounted for 85% of retweets in health and healthcare. The document lists who may typically make change happen through formal leadership roles but notes most influencers are actually "mavericks and rebels" like deviants who do things differently and the hyper-connected who spread behaviors at scale. It emphasizes engaging investors in change rather than just seeking buy-in.
Leading for spread, adoption and large scale change
- 1. @helenbevan Leading for spread, adoption and large scale change Source of image: @voinonen
- 2. @helenbevan 2 The greatest danger today is NOT micro-managing: it is MACRO-LEADING Henry Mintzberg
- 3. @helenbevan Beware the chasm! Source of image: @voinonen
- 4. @helenbevan Beware the chasm! Source of image: @voinonen
- 5. @helenbevan Over the past 20 years there have been more than 100 NHS-wide pioneer/pathfinder/pilot/demonstration sites
- 6. @helenbevan It’s an issue of power Power is one’s ability to achieve goals Bertrand Russell 6
- 7. @helenbevan Jeremy Heimens, Henry Timms This is New Power old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
- 8. @helenbevan Connect with the 3% Just 3% of people in the organisation or system influence 85% of the other people Source: research by Innovisor
- 9. @helenbevan The 3% rule also appears true for social media Source: research by Graham MacKenzie using NodeXL In health and healthcare globally, tweets by 3.3% of tweeters accounted for 85% of retweets
- 10. @helenbevan WHO will make the change happen? List A • The Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators Source: adapted by Helen Bevan from Leandro Herrera
- 11. @helenbevan WHO will make the change happen? List A • The Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The nonconformists who see things through glasses no one else has • The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which onesSource: adapted by Helen Bevan from Leandro Herrera
- 12. @helenbevan WHO will make the change happen? List A • The Delivery Board • The programme sponsors • The Programme Management Office • The Delivery Board work streams • The Clinical Leads • The Directors of participating organisations • The Change Facilitators List B • The mavericks and rebels • The deviants (positive). Who do things differently and succeed • The nonconformists who see things through glasses no one else has • The hyper-connected who spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on • The hyper-trusted. Multiple reasons, doesn’t matter which ones Source: adapted by Helen Bevan from Leandro Herrera
- 13. @helenbevan Do you remember that 3% of people in an organisation influence 85% of other people? Most of them are NOT people on list A Formal leaders typically make up 12% of an organisation and drive conversations with 55% of other people Source: Innovisor
- 14. @helenbevan Mark Jaben on the science behind resistance What NOT to do But what we do do Engage people here
- 15. @helenbevan Mark Jaben on the science behind resistance to change What NOT to do (but what we usually do) We don’t need buyers (who “buy-in” to change) We need investors What TO do Engage people here Engage people here
- 16. @helenbevan Emerging themes in spread • Increasing attention to the demand side, to better understand the adopter’s point of view • Coalition building (social movements and social media) • Increasing attention to system conditions • Acknowledgement of context sensitivity • The importance of co-design for subsequent scaling (investors not buyers) Source: David Albury